Presentation on theme: "Overview Theories & Instrumentation Working in the “BIG” Picture"— Presentation transcript:
1 How to Use Theory and Instrumentation in Training, Consulting and Coaching Lynda Mann
2 Overview Theories & Instrumentation Working in the “BIG” Picture The Observer ModelFundamental Interpersonal Relationship Orientation –Behavior (FIRO)Thomas Kilmann Conflict Modes and the Thomas-Kilmann Inventory (TKI)Type Theory and the Myers Briggs Type IndicatorSituational Leadership Model and the LEAD SelfWorking in the “BIG” Picture
8 FIRO: How Groups Work INCLUSION In or Out Issue: Significance Fear: Being IgnoredCommunication Style: DependentOPENNESSCONTROL
9 Inclusion Focus Where do I fit in this group? Am I going to be accepted?Is my identity challenged?Where are my boundaries?I’m bored!I’m interested!I feel threatenedWho are the others here?What are my and others’ rules?
10 Inclusion Characterized by Over-talkingWithdrawalExhibitionismWar storiesQuestioning goalsQuestioning normsChecking out othersSaying Good-bye and Re-entry
11 FIRO: How Groups Work INCLUSION In or Out Issue: Significance Fear: Being IgnoredCommunication Style: DependentOPENNESSCONTROL Top or BottomIssue: Competence Fear: Being Humiliated Communication Style: Independent
12 Control Focus Who is the leader? How much influence do I have? How much responsibility do I have?Who is running the show?Are my needs being met?Are my values being respected?
13 Control Characterized by Leadership struggleBoastingCriticizing the leaderAttacking other membersSub-groupingRed-crossingElecting the senior or least influentialFollowing & synergyCoordination & cooperation
14 FIRO: How Groups Work INCLUSION In or Out Issue: Significance Fear: Being IgnoredCommunication Style: DependentOPENNESSNear or FarCONTROL Top or BottomIssue: Likeability Fear: Being Rejected Communication Style: InterdependentIssue: Competence Fear: Being Humiliated Communication Style: Independent
15 Openness Focus Affection that is acceptable Anxiety about not being likedEmbarrassment about expressing emotionsDistribution of warmthSexualityGroup loyaltyDisagreement with the majority and the impact on the group
16 Openness Characterized by Positive feelings expressedPairingDirect personal hostilityJealousyPhysical contact above personal normsSocial and personal space reducedGroup ThinkForecasting the end of the group
17 FIRO: How Groups Work INCLUSION In or Out Issue: Significance Fear: Being IgnoredCommunication Style: DependentOPENNESSNear or FarCONTROL Top or BottomIssue: Competence Fear: Being Humiliated Communication Style: IndependentIssue: Likeability Fear: Being Rejected Communication Style: Interdependent
18 FIRO: How Groups Work INCLUSION OPENNESS CONTROL GROUP THINK DysfunctionalMost Functional
19 FIRO: How Groups WorkINCLUSIONOPENNESSCONTROLCOPABILITY
21 FIRO: How Groups Work The REAL secret to Empowerment… I feel significant in this organizational setting, and I believe the work I do is significant and contributes to the greater good.I am competent personally and professionally to do the work you ask of meI feel as though I’m part of a family here, that I belong.4. It’s FUN to come to work.
24 Two Basic Aspects of All Conflict Handling Modes ASSERTIVENESS…the extent to which the individual attempts to satisfyhis or her own concernsCOOPERATIVENESSthe concerns of others
25 Two Basic Aspects of All Conflict Handling Modes AssertivenessCooperativeness
26 The Five Conflict Handling Modes ASSERTIVENESSUnassertive AssertiveUncooperative CooperativeCOOPERATIVENESS
27 My way or the highway… Competing… Quick Action Unpopular Decisions Vital IssuesProtectionAssertivenessCooperativeness
28 Two heads are better than one… Collaborating… Integrating solutions LearningMerging PerspectivesGaining CommitmentImproving RelationshipsAssertivenessCooperativeness
29 Let’s make a deal… Compromising… Moderate importance Equal power – strong commitmentTemporary solutionsTime constraintsBackupAssertivenessCooperativeness
30 I’ll think about it tomorrow… Avoiding…I’ll think about it tomorrow…Issues of low importanceReducing tensionsBuying timeLow powerAllowing othersSymptomatic problemsAssertivenessCooperativeness
31 It would be my pleasure… Accommodating…It would be my pleasure…Showing reasonablenessDeveloping performanceCreating good willKeeping the peaceRetreatingLow ImportanceAssertivenessCooperativeness
32 Planned Renegotiation terminationPlanned renegotiationSharing Information and Negotiating ExpectationsCommitment (Role Definition)Stability and ProductivityDisruption of Shared ExpectationsuncertaintyanxietyReturn to the way things used to beRenegotiation under duresspinchCRUNCH!!Let it fester
39 Use TYPE to… …understand yourself and your behavior …manage participation and change when working with trainees, clients and coachees
40 Extraversion Introversion MBTI® DimensionsExtraversion IntroversionWhat is my source of ENERGY?Extraverts draw energy from the outside worldof people, activities and thingsIntroverts draw energy from their internal worldof ideas, emotions or impressions
42 MBTI® Dimensions How do I take in INFORMATION? Sensing Intuiting Sensors take in information through their five senses.They notice what is actual (details and current realities)Intuitors take in information through a “sixth sense.”They notice what might be (patterns and future possibilities)
43 MBTI® Dimensions Sensing Intuiting Present focus Future focus Here and now PossibilitiesSpecifics GeneralizationsDetails PatternsLiteral FigurativeSequential Random5 senses th sense
44 The Thinking – Feeling dimension MBTI® DimensionsThinking FeelingThe Thinking – Feeling dimensionanswers the question:How do I DECIDE?
46 MBTI® Dimensions How do I like to live in the WORLD? Judging PerceivingHow do I like to live in the WORLD?Judgers prefer to live a planned and organized lifePerceivers prefer to live a spontaneous and flexible life.
48 Problem Solving with the MBTI S NT FFind new possibilities. Use your imaginationWhat is the situation?Analyze logically the effects of acting on each possibilityWeigh the human consequences of acting on each possibility
58 Situational Leadership Approach Identify the task or activityDiagnose the follower’s readiness levelAdapt the matching leadership style
59 LEVEL OF READINESS……the capacity to set high but attainable goals (achievement motivation), the ability and confidence to take responsibility, and the education and/or experience of an individual or group.
60 Situational Leadership Model UNABLE AND UNWILLING OR INSECURE INDICATORS:Not performing task to acceptable levelBeing intimidated by taskBeing unclear about directionsProcrastinatingNot finishing tasksAsking questions about taskAvoiding task or “passing the buck”Being defensive or uncomfortable
61 Situational Leadership Model Unable but Willing or Confident Indicators:Anxious or excitedInterested and responsiveDemonstrating moderate abilityReceptive to inputAttentiveEnthusiasticNew task, no experience
62 Situational Leadership Model Able but Unwilling or Insecure Indicators:Has demonstrated knowledge and abilityAppears hesitant to finish or take next stepSeems scared, overwhelmed, confusedSeems reluctant to perform aloneSolicits frequent feedback
63 Situational Leadership Model Able and Willing or Confident Indicators:Keeps boss informed to task progressCan operate autonomouslyIs results-orientedShared both good and bad newsMakes effective decisions regarding taskPerforms to high standardsIs aware of expertise